Alignment. A word often heard in board rooms and strategy meetings and seen in the notes of business consultants around the globe. But what is the value of alignment in an organisation and what does it actually mean to us?
Since the outbreak of the Corona Virus global pandemic, leadership specialists and occupational behaviourists have been watching with interest as our corporate habits have changed. At a time when out of necessity remote working and virtual connection has become the absolute norm (one leading UK supermarket has indicated that the pandemic has accelerated business habits by five years), it makes sense of course that we should all be dialling up levels of connection across our teams. In lieu of all those organic, coffee machine touch points, we are hearing examples of virtual coffee mornings, all-hands-online meetings and no-work-allowed Zoom lunchbreaks.
